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Article
Publication date: 28 December 2021

Priyanka Pandey, Nishant Agrawal, Teena Saharan and Rakesh D. Raut

The theory-building around the quality of human resources has received extensive attention in recent years. Numerous quantitative studies discuss and test theories related to…

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Abstract

Purpose

The theory-building around the quality of human resources has received extensive attention in recent years. Numerous quantitative studies discuss and test theories related to total quality management and human resource linkages. The study aims to understand interlinkages of quality and human resources using Interpretative Structural Modeling (ISM) methodology and DEMATEL.

Design/methodology/approach

This paper uses ISM methodology to examine the interrelationship between the identified variables and the DEMATEL approach to find cause–effect relationships. An integrated approach helps managers for better total quality management (TQM) implementation. This study further extended using Total Interpretative Structural Modeling (TISM).

Findings

The integrated approach of ISM and DEMATEL shows that leadership development, hiring process and training development become most important for TQM implementation. The outcome of ISM shows customer satisfaction and corporate image are depending on other practices, where DEMATEL analysis revealed that eight practices cause and remaining are effective practices.

Originality/value

This research's integrated approach helps the firm identify essential practices, and further interdependency can be developed from cause and effect analysis. The study also provided a novel approach to implementing TQM practices.

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 6 January 2022

Manish Gupta, Jiju Antony and Jacob Kjær Eskildsen

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Abstract

Details

The TQM Journal, vol. 34 no. 1
Type: Research Article
ISSN: 1754-2731

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Case study
Publication date: 20 January 2017

Jeanne Brett, Katherine Nelson and Nicole Tilzer

One Acre Fund (OAF) was founded by Andrew Youn in 2005 for the purpose of helping to solve the chronic hunger problem in Africa. The idea is to provide the resources (seed…

Abstract

One Acre Fund (OAF) was founded by Andrew Youn in 2005 for the purpose of helping to solve the chronic hunger problem in Africa. The idea is to provide the resources (seed, fertilizer, and education) necessary for African farm families to feed themselves when their land holdings are one acre or less. The business model of OAF is that of a cooperative: OAF buys resources like seeds and fertilizer in bulk at reduced prices and distributes them to small farmers who otherwise could not afford them. This case concerns the negotiation that OAF's manager of external relations and research, Moises Postigo, conducted to buy fertilizer in the last quarter of 2007. The case provides an opportunity for students to analyze a real-world deal-making negotiation in a developing economy. A number of aspects of the context of the negotiation and the negotiation process itself make for good class discussion. Postigo did a good job preparing for the negotiation, making the case one that emphasizes proper use of negotiation planning and sensitive understanding of the negotiation environment. Some of the elements that make for good discussion include the following: OAF was a new organization, unknown to the five major providers of fertilizer in Kenya. The negotiations were entirely conducted by cell phone. Negotiations went through stages of request for a bid, discussion with multiple bidders, selection of a provider, and negotiation. There were multiple issues, including price delivery and form of payment. Postigo was negotiating in the shadow of the possibility that the Kenyan government would start selling subsidized fertilizer to small farmers.

Analyze the fundamentals of a real-world negotiation; Consider cultural implications for negotiation strategy; Consider negotiation strategy decisions particular to the context: commodity purchase, developing country, etc. Understand how the economic and political context affects negotiations; Understand the importance of relationships in negotiations.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

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